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Impact of the_nwow_on_the_facility_ manager_20110428_pwa
1. Impact of the NWOW on
the Facility Manager
Thursday, April 28th 2011
Microsoft
2. Impact of the Facility
Manager on the NWOW
Thursday, April 28th 2011
Microsoft
3. AOS Studley – Our Solutions
REAL ESTATE SERVICES
We search the optimal building and acquire it at the best conditions.
WORKPLACE STRATEGY
We design an efficient work environment that matches your strategy,
activities, culture and values.
PROJECT MANAGEMENT
We manage the construction or fit out of your new work environment.
FACILITY MANAGEMENT CONSULTING
We improve the facility services for the building occupiers.
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4. My definition of the NWOW
TRADITIONAL NWOW
I work at I work from
the office anywhere
from 9 to 5. at anytime.
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5. Agenda
1 How should I start?
2 What could change within RE/FM?
3 What may change in my job?
Orange, UK
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7. Focus on scope which brings benefits to your company
Less costs, facilities
Better work, productivity
More sustainable operations
Higher staff satisfaction, retention
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8. Liaise with concerned departments
FM
FIN ICT
Common
project
HR …
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9. Sell the project
1. Agree on common project scope and objectives
2. Define/Calculate benefits and costs
3. Propose project approach and planning
4. Obtain sponsorship from management
5. Implement, trace results
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10. Agenda
1 How should I start?
What could change within
2
RE/FM?
3 What may change in my job?
ADM, Switzerland
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11. Equip workplaces in the office for the NWOW
Traditional workplace NWOW workplace
1 person, 1 desk Desk sharing
Function, title based workplace Activity based workplace
Dedicated phone Unified communications
Personal cupboard with documents Common (digital) storage
Regular cleaning Install full “clean desk policy” (e.g. lunch)
Frequent “full” move Flexible, preferred area
Traditional office culture Change working culture
Static: Occupier keeps “his/her place” Dynamic: FM keeps the NWOW active
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12. The office becomes a meeting place
Need for meeting places will raise
Formal meeting rooms
Informal meeting areas
Foresee enough adequate meeting spaces
Foresee more informal meeting points (coffee corner,
entrance hall, company restaurant…)
Install (mainly smaller) additional meeting rooms
Consider “satellite meeting points” (e.g. hotel lobby,
I work where I am, road restaurant, flexible meeting places)
I meet at the office! Improve acoustics
Foresee (more) concentration bubbles
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13. Create new communication opportunities
Formal team meetings
“Fixed time at the office”
Remote meeting facilities (e.g. chat, telephone conference, video conferencing…)
Define policy/procedures
Supply and install required technology
Consider efficiency
Fulfill security conditions
Train staff on technology and procedure
(More) (Frequent) Staff events
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14. Foresee an adequate workplace at home
Decide on level of involvement
Minimal contribution from company (e.g. laptop, VPN)
Limited cost coverage
Supply (basic/full) set of tools, furniture
Main requirements
Good communication lines (phone, internet)
Access to mail, files, archive
Install a performant portal
Backup and synchronization tools
Specific security and safety precautions
Remote access (for working “in the field”)
Remember, this applies for all “third places” !!!
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15. Agenda
1 How should I start?
2 What could change within RE/FM?
3 What may change in my job?
Mondadori, France
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16. It’s all in the mind
I deliver facility services in the office,
now I facilitate activities everywhere !
From budget manager to transformation driver
From policy maker to agile enabler
From FM to integrated workspace management
From fleet management to mobility
From building/space focus to people focus
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17. Major changes within different domains
Define the limits of …
Anywhere
Anytime
Anyhow
Real Estate
The office becomes a “talking building” (“landmark”).
You will manage less space in the office (-10%).
You will supply workplaces everywhere (decentralized).
Fit out
Many different types of areas instead of standard offices
Home workplace
Facility services
More custom made requires more clients interaction
Manage complexity and agility
Align service supply and demand/occupancy
Less (internal) moves
Higher demands on security, cleaning, catering (e.g. 24/7)
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18. Conclusion
Vision is the
art to see
what is
invisible
to others.”
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19. Thank you
Questions & answers
Bristol Myers, France
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20. Contacts
AOS Studley
Avenue Charles Schallerlaan 54
1160 Bruxelles
Tel: +32 2 775 95 11
Fax: +32 2 775 96 00
www.aosgroup.com
Patrick Waûters
Email: p.wauters@aos-studley.be
Mobile: +32 477 608 123
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